Pratyush Nutalapati

As I moved from roles focused on software delivery to leadership focused on new customer engagements/sales/management these are some of the key leanings.    I start with thought process of "what is my value proposition"?? Value is calculated as benefits perceived from the program after the price to get to the solution. Also, sometimes intangible positions like having a team with institutional knowledge of the client being known for being a leader in implementing that software product helps. Value = Benefits - Price Example - What are the benefits of doing a mobile strategy going native vs responsive? 10 Key Selling Attributes #1 Understand the purchasing decision - Business / What they sell / Latest analyst reports / Key leaders messages in media or intranet #2 Understand the decision makers #3 We lose blind RFPs - Specially with new clients where I had minimum insight into people, organization and key drivers for the RFP - Specially when procurement is the front-e

Before we go deeper into the concept that has been bouncing off the bill boards, it is important to define a baseline of what is Digital Marketing? “Digital Marketing leverages digital media or electronic devices to provide an experience that influences a desired segment of audience to take an action to help brand awareness or sale” It’s up to Digital Marketers to understand the customer journey, customer expectations and desired outcomes from a myriad of scenarios.  Digital is one of the channels where customer has many options and decides when to engage. It is critical for marketing teams to be able to connect to customer in context and create an engaging digital experience. The digital threads of big data and attribution allow us to build multi-faceted, measurable, and flexible plans that have the ability to adjust to the co-variability of business priorities and customer preferences. Digital is definitely measurable and data informed marketing is essential in today's environ

Danaher - Mergers & Acquisitions Danaher grew inorganically with acquisitions. They own multiple platforms ranging from industry tools, instrumentation, environmental, life sciences and dental. They have essentially moved up the value chain moving into more niche markets. The high level strategy is to buy a new Platform and look for Bolt On's and Adjacencies for the existing platforms. DHR has a 20 year history of delivering their shareholders returns better than S&P 500 with a difference of 2769% over this time (S&P grew 484% and DHR 3251%). Danaher sets a flat Cost of capital to about 10% to reduce the complexity and help analyze the return on the investment as most of the cash comes from the free cash flow. Danaher has top line growth of 12-15% and even during the 2008-2009 recession time it still maintained about 8% as they people were still drinking coke and buying pampers. Danaher's revenue base is distributed broadly and overall portfolio of indus

Knowledge Management is now a crucial issue in companies: Create, capitalize and share its Knowledge Capital is a need of any innovative organization. In an increasingly competitive world a firm's only enduring source of advantage is its knowledge - the knowledge that gets built into structures and systems. The reality is that firms have been managing their knowledge since dawn of time. The Knowledge Management is a strategic vision, that can potentially develop managers on their Corporate Knowledge, make them define global objectives in order to optimize that resource. Those objectives are always structured by three key issues: Capitalize (“to know where you are and you come from to better know where you go”), Share (“switch from individual to collective intelligence”), Create (“create,innovate to survive). We need to build a knowledge management system that can provides ways to create and search tacit information, data and documents stored. Knowledge is a “mate